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    OB

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    aqsa palijo
    The document discusses the roles and functions of managers including planning, organizing, leading, and controlling. It also covers topics like organizational behavior, challenges managers may face, and variables that can be studied in organizational behavior like productivity, absenteeism, and job satisfaction.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd

    OB

    Uploaded by

    aqsa palijo
    13 views16 pages
    The document discusses the roles and functions of managers including planning, organizing, leading, and controlling. It also covers topics like organizational behavior, challenges managers may face, and variables that can be studied in organizational behavior like productivity, absenteeism, and job satisfaction.

    Original Title

    OB (2)

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    The document discusses the roles and functions of managers including planning, organizing, leading, and controlling. It also covers topics like organizational behavior, challenges managers may face, and variables that can be studied in organizational behavior like productivity, absenteeism, and job satisfaction.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    13 views16 pages

    OB

    Uploaded by

    aqsa palijo
    The document discusses the roles and functions of managers including planning, organizing, leading, and controlling. It also covers topics like organizational behavior, challenges managers may face, and variables that can be studied in organizational behavior like productivity, absenteeism, and job satisfaction.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 16

    Chapter 1

    What Managers Do
    They get things done through other people.
    Management Activities:
    Make decisions
    Allocate resources
    Direct activities of others to attain goals
    Work in an organization
    A consciously coordinated social unit composed of two
    or more people that functions on a relatively continuous
    basis to achieve a common goal or set of goals.

    1-2
    Four Management Functions
    PLAN
    A process that includes defining goals, establishing
    strategy, and developing plans to coordinate activities.
    ORGANIZE
    Determining what tasks are to be done, who is to do
    them, how the tasks are to be grouped, who reports to
    whom, and where decisions are to be made.

    1-3
    Four Management Functions
    LEAD
    A function that includes motivating employees,
    directing others, selecting the most effective
    communication channels, and resolving conflicts.
    CONTROL
    Monitoring performance, comparing actual
    performance with previously set goals, and correcting
    any deviation.

    1-4
    Katz’s Essential Management Skills
    Technical Skills
    The ability to apply specialized knowledge or expertise
    Human Skills
    The ability to work with, understand, and motivate
    other people, both individually and in groups
    Conceptual Skills
    The mental ability to analyze and diagnose complex
    situations

    1-5
    Luthans’ Study of Managerial
    Activities
    Four types of managerial activity:
    Traditional Management
     Decision-making, planning, and controlling.
    Communication
     Exchanging routine information and processing paperwork
    Human Resource Management
     Motivating, disciplining, managing conflict, staffing and
    training.
    Networking
     Socializing and interacting with others.

    1-6
    Organizational Behavior
    A field of study that investigates the impact that
    individuals, groups, and structure have on behavior
    within organizations, for the purpose of applying such
    knowledge toward improving an organization’s
    effectiveness.

    1-7
    There are certain fundamental
    consistencies underlying the behavior
    of all individuals that can be identified
    and then modified.

    © 1-8
    Intuition and Systematic Study
    Systematic Study

    Intuition

    Evidence-Based Management (EBM)

    The two are complementary means of


    predicting behavior.

    © 1-9
    Managers Should Use These
    Approaches
    Intuition

    Systematic study

    Use evidence as much as possible to inform your


    intuition and experience.
    “The trick is to know when to go with your gut”.
    – Jack Welsh
    1-10
    Four Contributing Disciplines
    Psychology

    Sociology

    Social Psychology

    Anthropology

    1-11
    Challenges and Opportunities for
    OB
    Responding to economic pressure.
    Responding to Globalization
     Increased foreign assignments
     Working with people from different cultures
     Overseeing movement of jobs to countries with low-cost
    labor

    Managing Workforce Diversity


     The people in organizations are becoming more heterogeneous
    demographically (disability, gender, age, national origin, non-
    Christian, race, and domestic partners)
     Embracing diversity, changing demographics
    ©
    1-12
    Challenges and Opportunities for
    OB
    Improving Customer Service
    Improving People Skills
    Working in networked organization
    Enhancing employee well being at work
    Creating positive work environment
    Improving Ethical Behavior

    1-13
    Developing an OB Model
    Each level is constructed on the prior level
     Individual
     Group

     Organizational Systems

    OB in a contingency framework (using situational


    variables to explain cause-and-effect
    relationships).
    ©

    1-14
    OB Dependent Variables
    Productivity

    Absenteeism

    Turnover

    Job satisfaction
    OCB
    Deviance Behavior

    1-15

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